Moderating effect of subordinates’ overall justice in the relationship between supervisors’ overall justice and supervisors’ affective organizational commitment

2018 ◽  
Vol 37 (7) ◽  
pp. 526-536 ◽  
Author(s):  
Si Hyun Kim ◽  
Giacomo Laffranchini ◽  
Wonho Jeung
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Hierarchical Regression ◽  
Affective Organizational Commitment ◽  
Cross Sectional ◽  
Content Type ◽  
Overall Justice ◽  
Matched Data ◽  
The Relationship ◽  
Practical Implications

PurposeThe purpose of this paper is to examine the relationship between supervisor’s overall justice and affective organizational commitment. The authors further study how this relationship is moderated by subordinates’ overall justice.Design/methodology/approachThe authors conducted hierarchical regression analyses on a sample of supervisor–subordinate matched data.FindingsSupervisors’ overall justice was positively related to supervisors’ affective organizational commitment, and subordinates’ overall justice moderated these relationships.Research limitations/implicationsThe main limitation of the study was its cross-sectional nature.Practical implicationsResults emphasized the importance of the interaction between supervisors’ and subordinates’ perceived overall justice, which suggests that employers should focus on treating all individuals fairly in the workplace.Originality/valueThe study contributes to the organizational justice literature by providing empirical evidence using a supervisor–subordinate matched sample, suggesting that overall justice is important to understanding individuals’ affective organizational commitment. Using fairness heuristic theory, the study explores the interaction effect of subordinates’ overall justice on the relationship between supervisors’ overall justice and affective organizational commitment.

Investigating antecedents of transformational leadership in students

2019 ◽  
Vol 12 (1) ◽  
pp. 80-94 ◽  
Author(s):  
Kerri Anne Crowne
Keyword(s):  
Transformational Leadership ◽  
Leadership Skills ◽  
Hierarchical Regression ◽  
Cross Sectional ◽  
Content Type ◽  
Business Educators ◽  
The Impact ◽  
The Relationship ◽  
Us University ◽  
Practical Implications

Purpose This study investigates the relationships among cultural intelligence (CQ), personality and transformational leadership in a student population. The purpose of this paper is to examine the impact of CQ on transformational leadership to see if a relationship exists beyond personality. Design/methodology/approach Hypotheses are presented and tested on a sample of 465 undergraduate and graduate students who attended a large northeastern US university. Hierarchical regression was used to conduct the analysis, and multiple models were generated to test the relationships posited. Findings The data showed that CQ affected transformational leadership; however, when examining the subcomponents of CQ, only behavioral CQ had an impact on transformational leadership beyond personality. Research limitations/implications The surveys were self-reported and cross-sectional, so causality could not be determined. Furthermore, the sample, while diverse, was composed of students. However, scholars will find value in this research because it expands the understanding of CQ. Practical implications The findings of this research indicate that behavioral CQ impacts transformational-leadership skills. Thus, business educators should consider how to build skills associated with behavioral CQ in students because of the importance of global transformational-leadership skills in the workplace. Originality/value This research will impact the literature streams of CQ and transformational leadership because it is the first to examine the relationship between the two while controlling for personality.

The relationship between perceived pay equity, productivity, and organizational commitment for US professionals of color

2017 ◽  
Vol 36 (1) ◽  
pp. 73-89 ◽  
Author(s):  
E. Holly Buttner ◽  
Kevin B. Lowe
Keyword(s):  
Organizational Commitment ◽  
Relative Deprivation ◽  
Hierarchical Regression ◽  
Pay Equity ◽  
Cross Sectional ◽  
Content Type ◽  
The Usa ◽  
Pay Differences ◽  
Theory Research ◽  
The Relationship

Purpose The purpose of this paper is to examine: the direct effect of perceived pay equity, the interaction of perceived pay equity and productivity, and the relative effects of perceived internal and external pay equity on organizational commitment (OC) among US scholars of color. Design/methodology/approach The study surveyed 160 professionals. Correlation and hierarchical regression were employed to test the hypotheses. Findings Perceived pay equity directly influenced OC and interacted with scholarly productivity to affect commitment. Highly productive participants who perceived pay equity reported the highest commitment. When pay was seen as inequitable, the most productive scholars reported the lowest commitment. Perceived internal pay equity had an effect, over and above perceived external pay equity on commitment. Research limitations/implications The study was conducted in one industry in the USA, so the results should be generalized cautiously. While, the data were single-source and cross-sectional, the findings were consistent with previous research. Practical implications Findings may be useful for minority scholars’ supervisors since they have knowledge of the productivity and salaries in the department and can provide a detailed explanation for pay differences to enhance pay equity perceptions, particularly for the most productive scholars. Originality/value This study adds to the equity and relative deprivation theory research investigating the effect of perceived pay equity on employee outcomes by examining perceived internal and external pay equity perceptions and productivity on OC. Results suggest that highly productive minority professionals in higher education are particularly sensitive to pay equity.

The effect of organizational justice delivery on organizational commitment

2016 ◽  
Vol 7 (2) ◽  
pp. 196-209 ◽  
Author(s):  
Henry Kofi Mensah ◽  
Nestor Asiamah ◽  
Kwame Mireku
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Structural Equation ◽  
Field Research ◽  
Research Approach ◽  
Cross Sectional ◽  
Content Type ◽  
Confounding Variables ◽  
Gender Education ◽  
The Relationship

Purpose This study aims to examine the effect of organizational justice (OJ) delivery on organizational commitment (OC) while controlling variables that potentially confound this effect. These confound variable includes gender, education and tenure. Design/methodology/approach A causal quantitative field research and a cross-sectional research approach are used. A structured questionnaire is used to collect data from 463 randomly sampled employees of 13 commercial banks in Koforidua, Ghana. Structural equation modelling is used to analyze the data. Findings The study establishes that a statistically significant effect is made by OJ delivery on OC (p < 0.0001), even after controlling for the effects of gender, education and tenure. The model used also fits the data collected considerably (i.e. χ2 = 0.258; p-value = 0.611). Thus, the relationship between OJ and OC is not confounded by how long the employee has served on the job or by the highest educational level of employees. However, this relationship was significantly confounded by gender on the basis of sharing significant covariance with them. Originality/value Even though studies exist generally on OJ and OC, the focus on Ghana and banks in particular have been skeletal and have ended in testing just the relationship without highlighting the role of confounding variables as done in this study. Apart from adding to extant literature, findings will also inform decision-making on strategies and policies to improve OJ and ultimately the employee commitment that comes with.

Linking emotional intelligence to turnover intention: LMX and affective organizational commitment as serial mediators

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emna Gara Bach Ouerdian ◽  
Nizar Mansour ◽  
Khadija Gaha ◽  
Manel Gattoussi
Keyword(s):  
Emotional Intelligence ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Affective Organizational Commitment ◽  
Cross Sectional ◽  
Content Type ◽  
Cross Sectional Design ◽  
The Relationship

PurposeThe present study attempts to examine the mediating effect of leader member exchange (LMX) and affective organizational commitment on the relationship between followers' emotional intelligence (EI) and their turnover intention.Design/methodology/approachUsing a cross-sectional design, survey data were obtained from 182 employees in Tunisia. Survey responses were analyzed using Model 6 in PROCESS (Hayes, 2017).FindingsAs predicted, LMX and affective organizational commitment were found to sequentially and totally mediate the causal relationship between EI and turnover intention.Research limitations/implicationsThe limitations include using a cross-sectional design, convenience sampling and self-report measures for EI, LMX, affective commitment and turnover intention.Practical implicationsOrganizations need to encourage more emotionally intelligent responses in employees which improve the quality of their leader–follower relationships. The quality of LMXs enhances the affective commitment that drives lower turnover intention.Originality/valueWhile the relationship between EI and turnover intention has been theorized, this study is one of the first to enable us to explore the mechanisms underlying this relationship. Specifically, a sequential mediation model linking EI with turnover intention through LMX and affective commitment was proposed.

The influence of organizational justice and decision latitude on expatriate organizational commitment and job performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hanan AlMazrouei ◽  
Robert Zacca
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Organizational Justice ◽  
Structural Equation ◽  
Equation Model ◽  
Human Resource Managers ◽  
Decision Latitude ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this paper is to study the influence of organizational justice and decision latitude on expatriate organization commitment and job performance.Design/methodology/approachData were collected from 175 nonmanagerial-level expatriate employees in Dubai, UAE using a purposive sampling approach. A structural equation model with partial least squared analysis was utilized to test the hypotheses.FindingsThe results show that decision latitude partially mediates the relationship between organization justice and organizational commitment and fully mediates the relationship between organization justice and job performance.Research limitations/implicationsData were collected from a cross sectional sample in UAE, and hence, the generalizability of the results to other contexts may be limited.Practical implicationsThe research study suggests ways in which human resource managers and practitioners can develop a stronger awareness of the importance of decision latitude in employee decision-making and the role it plays in promoting employees' commitment and job performance given perceived organizational justice.Originality/valueThe present research is among the first of its kind to examine the study variables within the nonmanagerial expatriate context.

Leader positive humor and organizational cynicism: LMX as a mediator

2014 ◽  
Vol 35 (4) ◽  
pp. 305-315 ◽  
Author(s):  
Panagiotis Gkorezis ◽  
Eugenia Petridou ◽  
Panteleimon Xanthiakos
Keyword(s):  
Mediating Effect ◽  
Hierarchical Regression ◽  
Public Employees ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Cynicism ◽  
Member Exchange ◽  
Sectional Analysis ◽  
The Impact ◽  
The Relationship

Purpose – Leader-member exchange (LMX) has been proposed as a core mechanism which accounts for the impact of various antecedents on employee outcomes. As such, the purpose of this paper is to examine the mediating effect of LMX regarding the relationship between leader positive humor and employees’ perceptions of organizational cynicism. Design/methodology/approach – Data were collected from 114 public employees. In order to examine the authors’ hypotheses hierarchical regression analysis was conducted. Findings – As hypothesized, results demonstrated that LMX mediates the relationship between leader positive humor and organizational cynicism. Research limitations/implications – Data were drawn from public employees and, therefore, this may constrain the generalizability of the results. Also, the cross-sectional analysis of the data cannot directly assess causality. Originality/value – This is the first empirical study to examine the mediating effect of LMX in the relationship between leader humor and employees’ perceptions of organizational cynicism.

The optimism-pessimism ratio as predictor of employee creativity: the promise of duality

2018 ◽  
Vol 21 (3) ◽  
pp. 423-442 ◽  
Author(s):  
Arménio Rego ◽  
Miguel Pina e Cunha ◽  
Dálcio Reis Júnior ◽  
Cátia Anastácio ◽  
Moriel Savagnago
Keyword(s):  
Cross Sectional ◽  
Content Type ◽  
Future Studies ◽  
Positive Effects ◽  
The Status ◽  
Single Moment ◽  
Quasi Experimental ◽  
Creativity And Innovation ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to study if the employees’ optimism-pessimism ratio predicts their creativity. Design/methodology/approach In total, 134 employees reported their optimism and pessimism, and the respective supervisors described the employees’ creativity. Findings The relationship between the optimism-pessimism ratio and creativity is curvilinear (inverted U-shaped); beyond a certain level of the optimism-pessimism ratio, the positive relationship between the ratio and creativity weakens, suggesting that the possible positive effects of (high) optimism may be weakened by a very low level of pessimism. Research limitations/implications Being cross-sectional, the study examines neither the causal links between the optimism-pessimism ratio and creativity nor other plausible causal links. The study was carried out at a single moment and did not capture the dynamics that occur over the course of time involving changes in optimism/pessimism and creativity. Future studies may adopt longitudinal or quasi-experimental designs. Practical implications Managers and organizations must consider that, even though positivity promotes creativity, some level of negativity may help positivity to produce creativity. Originality/value This study suggests that scholars who want to study the antecedents of creativity (and innovation) must be cautious in focusing only on the positive or the negative sides of individuals’ characteristics, and rather they must explore the interplay between both poles. Individuals may experience both positive and negative states/traits (Smith et al., 2016), and this both/and approach may impel them to think divergently, to challenge the status quo and to propose “out the box” and useful ideas.

Interactive effects of leader justice and support for safety on safety performance

2014 ◽  
Vol 1 (3) ◽  
pp. 296-315 ◽  
Author(s):  
Benjamin R. Kaufman and ◽  
Konstantin P. Cigularov ◽  
Peter Chen ◽  
Krista Hoffmeister ◽  
Alyssa M. Gibbons ◽  
...  
Keyword(s):  
Organizational Justice ◽  
Safety Performance ◽  
Interactive Effects ◽  
Safety Practices ◽  
Content Type ◽  
Fair Treatment ◽  
Leader Support ◽  
Safety Interventions ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to examine the main and interactive effects of general and safety-specific leader justice (SSLJ) (i.e. fair treatment) and leader support for safety (LSS) on safety performance. Design/methodology/approach – Two independent samples of construction workers rate their leaders with regards to fair treatment and support for safety and report their own safety performance in a survey. Findings – In both studies, LSS significantly moderated relationships of both general and SSLJ with safety performance. In Study 1, the strength of relationship between general leader justice and safety performance increases while LSS is increased. Similar pattern was found for the relationship between SSLJ and safety performance in Study 2. Practical implications – Safety interventions targeting leadership should consider training for leader safety practices that are perceived as supportive and fair. Originality/value – The research is unique in its examination of leader justice in a safety-specific context and its interactive effects with LSS on safety performance. The present research helps to extend the reach of organizational justice theory's nomological network to include safety.

Employees’ eldercare demands, strain, and perceived support

2015 ◽  
Vol 30 (2) ◽  
pp. 183-198 ◽  
Author(s):  
Hannes Zacher ◽  
Heiko Schulz
Keyword(s):  
Design Methodology ◽  
Self Report ◽  
Perceived Support ◽  
Use Of Self ◽  
Cross Sectional ◽  
Content Type ◽  
Cross Sectional Design ◽  
The Relationship ◽  
Practical Implications ◽  
Employed Caregivers

Purpose – In many countries, both the number of older people in need of care and the number of employed caregivers of elderly relatives will increase over the next decades. The purpose of this paper is to examine the extent to which perceived organizational, supervisor, and coworker support for eldercare reduce employed caregivers’ strain and weaken the relationship between eldercare demands and strain. Design/methodology/approach – Survey data were collected from 100 employed caregivers from one organization. Findings – Results showed that eldercare demands were positively related to strain, and perceived organizational eldercare support (POES) was negatively related to strain. In addition, high POES weakened the relationship between eldercare demands and strain. Research limitations/implications – The cross-sectional design and use of self-report scales constitute limitations of the study. Practical implications – POES is a resource for employed caregivers, especially when their eldercare demands are high. Originality/value – This research highlights the relative importance of different forms of perceived support for reducing employed caregivers’ strain and weakening the relationship between eldercare demands and strain.

scholarly journals THE ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT IN JOB INSECURITY AND PERFORMANCE

2018 ◽  
Vol 58 (4) ◽  
pp. 393-404 ◽  
Author(s):  
SERGIO ANDRÉS LÓPEZ BOHLE ◽  
MARIA JOSÉ CHAMBEL ◽  
FELIPE MUÑOZ MEDINA ◽  
BRUNO SILVA DA CUNHA
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Job Insecurity ◽  
Cross Sectional Study ◽  
Retail Sector ◽  
Affective Organizational Commitment ◽  
Cross Sectional ◽  
The Relationship

ABSTRACT In this study, we develop a conceptual model of the relationship between job insecurity and job performance, which is mediated by affective organizational commitment and moderated via perceived organizational support in a Chilean company that has undergone downsizing. In this cross-sectional study, we focused on 400 Chilean employees from the retail sector. Our findings indicate that job insecurity negatively influences job performance, which is a relationship that is partially mediated by effective organizational commitment. Moreover, a high level of perceived organizational support helped intensify the effects of the relationship between job insecurity and affective organizational commitment. To minimize the negative effects of job insecurity on the active employees of a downsizing strategy, an effective intervention is required by developing a more realistic communication in terms of a worker's expectations toward the organization.

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